A Nation Grows with Improved Productivity

5S

g
n
i
d
a
Spre ide
w
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l
r
o
W

SUPER

IS FOR EVERYONE
Revised 1998 - 07

Presented by Kazuo Tsuchiya

PART

KAIZEN

Kaizen
versus

Innovation

Productivity Improvement is for Everyone

There are two contrasting approaches to improving productivity in
companies:
1. the gradualist approach - Kaizen
2. the great-leap approach - Innovation
Kaizen means improvement. Moreover, it means continuing
improvement in ones personal life, home life and working life. When
applied to the workplace, Kaizen means continuing improvement that
involves everyone - managers and workers alike.
Japanese companies generally favor the gradualist approach and
Western companies the great-leap approach. Innovation is dramatic, a
real attention-getter. Kaizen, on the other hand, is often undramatic and
incremental.
In fact, every Japanese company concentrates on Kaizen or an
employee involvement program, because it is within the control of
every manager and supervisor. It is less expensive than capital
investment (innovation). It enhances the quality of work life; it
recognizes participative management; it improves quality of products
and services; it reduces costs of operation, etc.

Features of Kaizen and Innovation

Focus

Kaizen

Innovation

Effect

Long-term but undramatic

Short-term but dramatic

Pace

Small steps

Big steps

Timeframe

Continuous and incremental

Intermittent

Change

Gradual and constant

Abrupt and volatile

Approach

Group efforts

Individual ideas and efforts

Involvement

Everybody

Selected few

Mode

Maintenance and improvement

Scrap and build

Know-how

Conventional know-how

Technological breakthrough

Requirement

Little investment

Large investment

Orientation

People

Technology

Evaluation

Process and efforts

Results for profits

KAIZEN
INCREMENTAL BUT CONTINUOUS PROGRESS

INNOVATION

DRAMATIC BUT
INTERMITTENT
PROGRESS

THE IDEAL
A C TU
A L I TY

HIGHER STANDARD ACHIEVED THROUGH INNOVATION IS

SUBJECT TO DETERIORATION UNLESS CONTINUING EFFORTS
ARE MADE FIRST TO MAINTAIN IT AND THEN TO IMPROVE IT

KAIZEN PLUS INNOVATION

DESIRABLE PROGRESS BY
COMBINATION OF TWO
OPPOSING APPROACHES
MAINTENANCE

INNOVATION
NDARD
A
T
S
W
NE

KAIZEN
MAINTENANCE

INNOVATION

Various Kaizen Programs

Integrated into the Workplace

5S

Seiri, Seiton, Seiso, Seiketsu, Shitsuke

KSS

Kaizen Suggestion System

QCC

QC Circle

TQC

Total Quality Control

TPM

Total Productive Maintenance

JIT

Just-In-Time Production

TPM

Overlapping Areas
between
Kaizen Programs

TQC
JIT
QCC

5S

Toward Excellence

KSS

PARTICIPATIVE MANAGEMENT

A Suggested Sequence of
Implementing Kaizen Programs

TQC
TQC

QCC
QCC

Start
Start Here
Here

TPM
TPM

KSS

JI
T
JIT

What is 5S?
O

5S is the beginning of a healthy, comfortable and productive life for

everyone at work. This is fundamental to productivity improvement.
When implemented successfully in a company, 5S will bring about
amazing changes. For example, all unnecessary items are removed
from the workplace, only necessary items are conveniently located
near users, and machines and equipment become clean and shiny.
5S is an acronym for five Japanese words that are Seiri, Seiton,
Seiso, Seiketsu and Shitsuke.
The driving force for a 5S program comes from people. In this
respect, Shitsuke is critical to its success.
Shitsuke is to train people accordingly so that they will follow good
habit.
After the spirit and practice of a good 5S is installed as a platform, a
company can then develop and implement a Super 5S program which
requires a higher level of creativeness and Kaizen approaches.
Super 5S is for Everyone presents the know-how of 5S techniques
plus useful Kaizen illustrations. Therefore, I believe this textbook will
serve as a good manual for managers and Kaizen Engineers.

Transferability of 5S to Companies Outside of Japan

O

It was in 1986 when I first introduced 5S to companies in Singapore.

Since then, increasing number of companies there are implementing
5S activities successfully. In recent years, I did the same in many
other countries including Malaysia, Thailand, Korea, China, India, Sri
Lanka, Russia, Hungary, Poland, Bulgaria, Columbia, Uruguay,
Brazil, Costa Rica, and Mexico. Responses in those countries are
very positive, and many other companies would like to implement
5S.
5S is a very popular productivity improvement program in Japan
today, and is becoming popular in many other countries for the
following solid reasons:
O
O
O
O
O
O
O

The workplace becomes clean and better organized.

Results are visible to everyone - insiders and outsiders.
Visible results enhance the generation of more, and new ideas.
People are naturally disciplined.
Operations on the shop-floor and office become easier and safer.
People become proud of their clean and organized workplace.
As a result the companys good image generates more business.

PART 2

Understanding
the Philosophy
and Power of
SUPER

5S

5S

Super 5S is a Company-wide
Participation Program for Kaizen
O

Super 5S is a company-wide
participation program
involving everyone in the
organization.
It is a very effective approach
for motivating people, and
improving productivity and
the work environment .

5S?

Super 5S Contributes to Each Element of PQCDSM

A company that is implementing

Super 5S successfully is always:
O

high in Productivity

consistent in Quality

Cost-effective

accurate in Delivery

Safe for people to work in

high in Morale

5S?

Four Major Objectives of

a Super 5S Program
O

Developing Kaizen-minded
people at workplace.
Building good teamwork
through participation.
Developing managers and
supervisors for practical
leadership.
Improving infrastructures for
introduction of advanced Kaizen
technologies.

5S?

Super 5S is Becoming Popular for Seven Solid Reasons

O

O
O

The workplace gets cleaned up and better

organized.
Shopfloor and office operations become
easier and safer.
Results are visible to everyone - insiders
and outsiders.
Visible results enhance the generation of
more and new ideas.
People are naturally disciplined.
People take pride in their clean and
organized workplace
As a result the companys good image
generates more business.

5S?

Super 5S Can Expect Participation

from More People for Four Reasons
O

It is within the reach of companies of

any size; small, medium, and large.

It can be practiced by companies in

any business; manufacturing,
commerce, and service.

Its philosophy is easy for everyone to

understand; it does not require one
to understand difficult terminology.

Everyone loves a clean, comfortable,

and organized workplace.

5S?

The Origin of The Term 5S

O

5S is a set of five
Japanese words. Each
word starts with a sound
of se or shi.
They are Se-i-ri, Se-i-to-n,
Se-i-so, Se-i-ke-tsu, and
Shi-tsu-ke.

5S?

The Definition of Seiri

Seiri

Seiton

Shitsuke
Seiketsu

Seiri is the sorting out

and discarding of
unnecessary items in
the workplace.

Seiso

The Definition of Seiton

Seiri

Seiton

Shitsuke
Seiketsu

Seiton is the arrangement of

necessary items into good
order so that they can be
easily selected for use.

Seiso

The Definition of Seiso

Seiri

Seiton

Shitsuke
Seiketsu

Seiso is cleaning up ones

workplace completely so that
there is no dust on floors,
machines or equipment.

Seiso

The Definition of Seiketsu

Seiri

Seiton

Shitsuke
Seiketsu

Seiso

Seiketsu is maintaining ones

workplace so that it is
productive and comfortable by
repeating Seiri-Seiton-Seiso.

The Definition of Shitsuke

Seiri

Seiton

Shitsuke
Seiketsu

Shitsuke is training people to

follow good work habits and
the strict observation of
workplace rules.

Seiso

The Three Different Types of Workplace

O

A 3rd class workplace:

A 2nd class workplace:

has people who make a mess and

no one cleans up.

has people who make a mess and

another group of people clean up.

A 1st class workplace:

has people who dont make a

mess and yet everyone cleans up.

REPEATING THE 5S CYCLE

Seiri
Seiton

Shitsuke
Seiketsu
Seiso

Four Key Factors for Successful Super 5S

Continued commitment and

support by top management

Super 5S starts with education

and training

There are no observers in Super

5S, everyone participates

Repeat the 5S cycle in order to

achieve a higher standard

A Clean and Organized Workplace is High in

Productivity and Safe for People to Work

PART 3

Step by Step

Implementation of a

SUPER

5S

Program

A Six-step Super 5S Two-year Master Implementation Plan

Step 1: Preparations
Step 2: The CEOs Official Announcement
Step 3: Big Cleaning by All Colleagues
Step 4: Initial Seiri
Step 5: Daily Seiri, Seiton and Seiso
Step 6: Periodic 5S Audits

FROM

SUPER 5S PROGRESS CHART FOR TWO-YEAR MASTER IMPLEMENTATION PLAN

STEP

SUPER S PROGRAMS

PHASE
MONTH

Preparations
* Understanding philosophy and benefits of Super 5S by CEO
* CEOs visit to Super 5S model companies
* CEOs commitment to Super 5S implementation
* Organize Super 5S Working Committee
* Appoint Super 5S facilitators
* Train Super 5S facilitators and practitioners
CEOs Official Announcement
* CEO officially announces implementation of Super 5S for 2 years
* CEO explains objectives of Super 5S program to all colleagues
* Publicize Super 5S organization and assignments by area
* Promote Super 5S with banners, posters and newsletters
* Organize basic Super 5S training programs for all colleagues
Big Cleaning by All Colleagues
* Organize a full-day of Big Cleaning Day twice a year
* Organize small groups who are responsible for assignments in divided
areas of the companys premises.
* Provide enough cleaning tools and materials
* Implement a company-wide big cleaning for one day
* Big cleaning includes the elimination of unnecessary items and wastes
Initial Seiri
* Establish a Disposal Standard for unnecessary items
* Organize a full-day of Seiri activity twice a year
* Everyone concentrates to identify and stratify unnecessary items for
elimination
* Unnecessary items that cost a lot should be evaluated so as to prevent
the occurrence of such waste
Daily Seiri, Seiton and Seiso
* Seiri: Throw away things that are not needed and not being used
* Seiton: Improve locations and methods for storing things so that
searching time is minimized
* Seiso: Set up a daily cleaning schedule for the creation of a healthy and
comfortable workplace
* Motivate colleagues to come up with creative improvements
Periodic Audits on Super 5S
* Establish a Super 5S evaluation and incentive plan
* Conduct a Super 5S audit regularly by auditors
* Organize a Super 5S inter-departmental competition for upgrading
* Award groups and individuals for their contributions
* Organize study tours to other companies doing Super 5S
* Organize Super 5S inter-company competition to sustain the program

PREPARATION

1 / 1 / 1996

PENETRATION AND ADVANCEMENT

10

TO

31 / 12 / 1997

MAINTENANCE AND UPGRADING

11

12

10

11

12

MASTER PLAN
O

STEP 1: PREPARATION

The CEO should understand the philosophy and

benefits of Super 5S.

The CEOs visit to Super 5S model companies.

The CEOs commitment to Super 5S implementation.

Organize a Super 5S Working Committee.

Appoint Super 5S facilitators.

Train Super 5S facilitators and practitioners.

MASTER PLAN
O

STEP 2: Official Announcement by the CEO

The CEO officially announces the implementation of a

Super 5S program for two years.
The CEO explains the objectives of Super 5S program
to all colleagues.
Publicize the Super 5S organization chart and layout
diagram showing areas divided by borders for the
assignment of responsibilities to small groups of
people.
Work out various promotional tools including banners,
posters, pamphlets and newsletters.
Organize off- and on-the-job training programs on the
basics of Super 5S to all colleagues.

Organizing to Implement Super 5S

Managing Director
5S Auditor

5S Steering Committee
5S Working Committee
5S Audit Committee

5S Facilitator(s)

Purchasing Manager
5S Activist/Trainer

Production Manager
5S Activist/Trainer

Sales Manager
5S Activist/Trainer

Purchasing Group

Machine Group 1

Sales Group

Machine Group 2
Machine Group 3
Painting Group
Assembly &
Packing Group

Administrative Manager
5S Activist/Trainer
Administrative Group

A People-Centered Clean and Organized Workplace (Target Vision)

Material
Storage

Machining 1

Machining 2

Painting

Assembly
and
Packing
Sales
Machining 3
Administration

1F

Groups Responsible for Implementing 5S by Area

Material
Storage

Machining 1

Machining 2

1F

Painting

Assembly
and
Packing
Sales
Machining 3
Administration

5S TOOL BOX
Promotion Tools

Implementation Tools

5S Newsletters

5S Days (once a month)

Evaluation Tools
5S Guidance Stickers

5S DAY

What is Seiton?

Here is
a need for

Seiton is arranging
necessary items in good
order so they can easily
be selected for use

5S Posters

SEIRI

SEITON

Here is
a need for

SEISO
5S Study Tours

Seiri

Here is
a need for

CEOs Inspection Tours

Seiton

Shitsuke
Seiketsu

Seiso

5S Banners

Photographing for Improvement

5S Checklists

5S Inter-Department Competition

Congratulations!

We all Practice 5S

5S Badges
SUPER

5S

Department A
Department B
Department C
Department D

Here is an
Excellent Example
of

5S Practice

Seiri

Sort out
unnecessary items
in the workplace
and
discard them

Seiketsu

Maintain ones
workplace so that
it is productive
and comfortable
by repeating SeiriSeiton-Seiso

Seiton

Shitsuke

Train people to follow

good work habits
and to strictly follow
workplace rules

5S IS FUNDAMENTAL TO

PRODUCTIVITY IMPROVEMENT

Arrange necessary
items in good order
so they can easily
be selected
for use

Seiso

Clean your
workplace completely
so that there is
no dust on floors,
machines or
equipment

MASTER PLAN
O

O
O

STEP 3: Big Cleaning by All Colleagues

Organize A Big Cleaning Day immediately after the

5S implementation announcement by the CEO.
Divide the company premises into small areas and
assign small groups of people to be responsible for
each area.
Provide enough cleaning tools and materials.
Implement a company-wide full days big cleaning by
all colleagues.
This big cleaning also includes Seiri of wastes and
items identified as being unnecessary.
A Big Cleaning Day should be organized twice a year
on a continuing basis.

MASTER PLAN
O
O

STEP 4: Initial Seiri

Establish Disposal Standards for unnecessary items.

Initial Seiri is an activity practiced by everyone to get
rid of all unnecessary items after a big cleaning day.
Every one concentrates to identify and stratify
unnecessary items for elimination.
Unnecessary items that cost a lot should be evaluated
so as to avoid future purchase of unneeded items.
A company-wide, full-day of concentrated Seiri activity
should be organized twice a year on a continuing basis.

How to SEIRI Your Workplace

Which
???

Stratification

Required Action

Items having no value

and easy to dispose

Throw away immediately

Items having
some value for sale

Look for a buyer who

offers the best price

Items having no value

but their disposal is costly

Work out a less costly

and safe way for disposal

Items frequently used

Must be placed near

the point of use

Items
Necessary

Items sometimes used

Can be placed farther away

For
SEITON

Items not used at all

but must be kept

Must be stored separately

with clear identification

Items
Not Necessary

SEIRI

Why Do Unnecessary Items Accumulate?

O

Change in sales-production plan

The excessive ordering

The incorrect ordering

The lack of quality control

The lack of quantity control

Improper storage locations and or poor storage

methods

A poor receiving and issuing system

Duplicated ordering or delivering

Aged or obsolete machines and equipment

Damage by improper handling

The duplicated production and storage of paper

work
Others

Why

When, Who and Where to Seiri Unnecessary Items?

O

On big cleaning days, everyone tries

to eliminate unnecessary items.
Twice a year, organize A Big Seiri
Day and everyone concentrates on
the elimination of unnecessary items.
During daily Seiri, Seiton and Seiso
activities, everyone tries to eliminate
unnecessary items and tries to
prevent the accumulation of wastes.
Mangers and 5S auditors walk around
workplaces and advise people in
charge about the elimination of
unnecessary items.

How to
Seiri

MASTER PLAN
O

STEP 5: Daily Seiri, Seiton and Seiso

Seiri: Throw away things that are not needed and not
being used. Use space more economically (space is
money).
Seiton: Improve locations and methods of storing
things so that searching and retrieval time is
minimized (time is money).
Seiso: Continue daily cleaning schedule for the
creation of a healthy and comfortable workplace.
Motivate colleagues to come up with creative
improvements for the workplace.

How to SEITON Your Workplace

Stratification

Required Action

SEITON

Items
frequently used

Must be placed near

the point of use

Items
Necessary

Items
sometimes used

Can be placed
farther away

SEIRI

Items
not used at all
but must be kept

Must be stored
separately with
clear identification

Seven Seiton Principles

O

O
O

Follow the first-in-first-out (FIFO)

method for storing items.
Assign each item a dedicated location.
All items and their locations should be
indicated by systematic labeling.
Place items so that they are visible to
minimize search time.
Place items so they can be reached or
handled easily.
Separate exclusive tools from
common ones.
Place frequently used tools near the
user.

How to
Seiton

SEITON
SEITON

SUPER
SUPER

FIFO

LIFO
Random Access

SEITON
SEITON

SUPER
SUPER

FIFO - Push out

Store according to product lines
Sliding transport

Before 5S activity

Reserved seats
Matching names

SEITON
SEITON

SUPER
SUPER

A1

A2

A3

A4

A5

A6

A7

A1

A2

A3

A4

A5

A6

A7

B1

B2

B3

B4

B5

B6

B7

B1

B2

B3

B4

B5

B6

B7

C1

C2

C3

C4

C5

C6

C7

C1

C2

C3

C4

C5

C6

C7

Reserved seats
Matching names

SEITON
SEITON

SUPER
SUPER

PD20

PD21

PD22

PD20

PD21

PD22

PD30

PD31

PD32

PD30

PD31

PD32

SEITON
SEITON

Transparent / no cover
Stock level indicators

SUPER
SUPER

B10-100

B12-100

B10-150

B12-150

SEITON
SEITON

SUPER
SUPER

1 2 3 4 5 6 7 8 9 101112

Seiri wastes
No horizontal piling
Nothing on floor

SEITON
SEITON

SUPER
SUPER

Quick retrieval
No horizontal piling
Vertical holders

B20S

B25S

B30S

B35S

B40S

B50S

SEITON
SEITON

SUPER
SUPER

10

11

12

Retrieval within 30 seconds

Labeling reserved seats
Color identification

10 11

12

10 11 12

SEITON
SEITON

SUPER
SUPER

Matching labels
Color identification

Matching labels
Open/Close separation

SEITON
SEITON

SUPER
SUPER
CLOSED

OPEN

1
*

2
2*

3
*

4
*

5
5
*

1
1*

2
*

3
3*

4
4*

5
*

6
6*

7
*

8
8*

9
*

10
*

6
*

7
7
*

8
*

9
9
*

10
10
*

11
*
11

12
*
12

13
*

14
*

15
*
15

11
*

12
*

13
*
13

14
*
14

15
*

16
*

17
*

18
18
*

19
*

20
20
*

16
*
16

17
*
17

18
*

19
19
*

20
*

Matching labels
Color identification

SEITON
SEITON

SUPER
SUPER

OFF

OFF

OFF

OFF

SEITON
SEITON

SUPER
SUPER

A place for a kind

Effective use of space

CL10-40

CL15-20

CL20-20

BL20-50

BL20-20

BL30-20

BLH20-40

BLH20-20

BLH25-20

Cast Materials
CL10-40

SEITON
SEITON

SUPER
SUPER

CL15-20

CL20-20

BL20-50

Kanban
Parking place
Safety sign

BL20-20

BL30-20

BLH20-40

BLH20-20

Cart No. 5
BLH25-20

Cart No. 5
Safety First

SEITON
SEITON

SUPER
SUPER

Max. height indication

Placing items straight
and at right angles

Maximum piling height2m

Before 5S - unsafe
No height control

SEITON
SEITON

SUPER
SUPER

No lifting by hands
Sliding or rolling

SEITON
SEITON

SUPER
SUPER

Indication of control limits

POTABLE
WATER

0
Kg

75
Color labeling for invisible
substances
Indication of flow direction

25
50

SEITON
SEITON

SUPER
SUPER

COLD

HOT

COLD

HOT

Hanging hoses on hooks

Color identification
Clear ground surfaces

Some Good Seiso Practices

O

Practice 5-10 minutes of

Seiso daily.
Assign an owner to each
machine.

Clean
me !

Combine cleaning (Seiso)

with inspection.
Repeat sweep-wipe-polishcheck-fix.
Organize a Big Cleaning Day
once or twice a year.

How to
Seiso

Various Cleaning Tools

SEISO
SEISO

SUPER
SUPER

Prevent it from getting dirty

Use of transparent plastic dust cover

5S

Maintaining and Upgrading an Attained Level of Seiketsu

When you repeat Seiri-Seiton-Seiso
activities correctly, your workplace will
become clean and organized. We call
this state of being Seiketsu. To
maintain and upgrade the already
attained level of 5S, the following
approaches are effective:
(1) A 5S audit by top management
(2) An inter-departmental 5S competition
(3) An inter-company 5S competition

How to
Seiketsu

Some Suggested Good Shitsuke Practices

O

Contact people with a big smile.

Be a good listener.

Be devoted and kaizen-oriented.

Demonstrate team spirit.

O
O

Conduct yourself as the member

of a reputable organization.
Be punctual.
Always keep your workplace
clean and tidy.
Observe safety rules strictly.

How to
Shitsuke
JANUARY

RECORD IMPROVEMENTS WITH PHOTOGRAPHS

STEP 1

STEP 2

5S IMPROVEMENT RECORDS
WORKPLACE

STEP 1

LOCATION NO.

SPARE PARTS STORAGE

DATE

01/04/95

COMMENTS

STEP 2

DATE

COMMENTS

Very messy.

Much improved, but...

Needs Seiri, Seiton and Seiso

needs further study

RATING

RATING

88

10/04/95

STEP 3

DATE

STEP 4

COMMENTS

COMMENTS

RATING

RATING

DATE

5S IMPROVEMENT RECORDS
WORKPLACE

STEP 1

LOCATION NO.

DATE

STEP 2

DATE

STEP 3

DATE

STEP 4

COMMENTS

COMMENTS

COMMENTS

COMMENTS

RATING

RATING

RATING

RATING

WORKPLACE

STEP 1

DATE

LOCATION NO.

DATE

STEP 2

DATE

STEP 3

DATE

STEP 4

COMMENTS

COMMENTS

COMMENTS

COMMENTS

RATING

RATING

RATING

RATING

DATE

MASTER PLAN

STEP 6: Periodic 5S Audits

Establish 5S evaluations and incentive plans.

Conduct 5S audits regularly by auditors.

Organize 5S inter-departmental competitions to sustain

activities.
Periodically award groups and individuals
implementing good 5S practices in appreciation for
participation.
Organize study tours to other companies practicing 5S
so that the mutual exchange of ideas will help to bring
about improvements.
Organize 5S inter-company competition to prevent
backsliding and for further upgrading.

PART 4

5S

How to Audit and Guide

5S Activities

SUPER

Twelve Focal Points Super 5S Auditors Should Examine

O

Do the CEO and managers support Super 5S program?

Are people proud of their workplaces?

Are workplaces clean and organized?

Are workplaces safe for people to work in?

Are machines and equipment clean and well maintained?

Are items easy to retrieve?

Are machines and tools conveniently located?

Are inventories stored for FIFO retrieval?

Are products free from dust?

Do people clean daily without prompting?

Are the uniforms worn by people clean and tidy?

Is a good image of the enterprise reflected in its people?

Rules for Participating in Super 5S Inter-Departmental Competitions - 1

1. Objectives
Proposed competitions are aimed at improving the organizations total
productivity through everyones participation in the Super 5S program.
Qualification for Participation
Any department which is implementing 5S on a certain level is eligible
for participation.
3. Competition Period
Each competition will be organized for a period of 6 months, two times
a year on a continuing basis.
4. Auditing Team
An auditing team appointed by the Super 5S Steering Committee will
visit each competing department and evaluate its Super 5S activities at
the end of each competition period.
5. Super 5S Evaluation Forms
One of the following Super 5S Evaluation Forms will be used by the
auditors according to the function of the participating departments:

Rules for Participating in Super 5S Inter-Departmental Competitions - 2

(a) Super 5S Evaluation Form - Factory / Operation Site

(b) Super 5S Evaluation Form - Office
6. Evaluation
1) Two Aspects of the Evaluation
Evaluation scores will be recorded by each auditor in two aspects of
Super 5S activities for each participating department:
(a) Scores on the 5S Level Achieved
(b) Scores on the Super 5S Practice Identified
2) Evaluation on the 5S Level Achieved
Each auditor is expected to mark his score on each itemized question
listed on the form and enter the added total score in the space TOTAL
SCORE (a). ADJUSTED SCORE (maximum 100) will be obtained by the
the following formula:
ADJUSTED SCORE = TOTAL SCORE (a) / NO. OF ITEMS EVALUATED
(b) x 10

Rules for Participating in Super 5S Inter-Departmental Competitions - 3

3) Evaluation of the Super 5S Practice Identified

Each auditor is also expected to look for Super 5S practice(s)
implemented in each department, and give an additional score to
such good practice(s) according to it(s) value(s) in the space BONUS
SCORE FOR SUPER 5S PRACTICE(S) provided on the form
(maximum 20).
4) Final Score
The ADJUSTED SCORE (for 5S level achieved) and the BONUS
SCORE FOR SUPER 5S PRACTICE(S) are totaled and become the
FINAL SCORE (maximum 120).
5) Auditors Explanation on Super 5S Practice(s) Identified
Each auditor should explain his reason(s) for awarding a BONUS
SCORE in the space SUPER 5S PRACTICE(S) IDENTIFIED.
6) Auditors Comments for Future Improvement
Each auditor is advised to state his comments for future improvement
suggested in the space COMMENTS FOR IMPROVEMENT.

Rules for Participating in Super 5S Inter-Departmental Competitions - 4

7. Awarding
With better results and psychological effects in mind, the
implementing organization should work out an awarding method that
can encourage, but not discourage, the participating colleagues and
departments toward intended objectives.

SUPER 5S EVALUATION FORM - FACTORY / OPERATION SITE

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24

FOCUS
are they conveniently located and labeled for easy retrieval?
are they conveniently located for easy handling?
are they conveniently located and labeled for easy retrieval?
are they clearly labeled for separation from good items?
are they clean, safe, well-maintained and convenient to operate?
are they laid out in a tidy, safe and convenient manner?
are they conveniently labeled and placed at designated locations?
are they conveniently labeled and placed at designated locations?
are they clean and conveniently placed at designated locations?
are they dust-free, tidy and conveniently labeled for items stored?
are they well-maintained and placed at designated locations?
are they clean, tidy, safe and well-maintained?
are they clean and organized inside and outside?
are they up-to-date, easy to retrieve and at convenient locations?
are they dust-free, tidy, safe and well-maintained?
are they dust-free, tidy, safe and well-maintained?
are they adequate for efficient operation?
are they clean and do they present a good image?
are they conveniently located for use and well-maintained?
are they adequate and cleaned regularly?
are they clean, tidy and well-maintained?
are they clean, tidy and well-maintained?
are they clean, tidy, safe and do they present a good image?
are they clean, tidy, safe and do they present a good image?
TOTAL SCORE (a)
ADJUSTED SCORE = (a) / (b) x 10
BONUS SCORE FOR SUPER 5S PRACTICE
FINAL SCORE

ITEM
materials / parts
work-in-process
finished products
defective / rejects
machines / equipment
wiring / piping
dies / tools / jigs
spare parts / lubricants
containers / pallets
racks / shelves / cabinets
carts / wagons / forklifts
lifts / conveyers / cranes
desks / tables / chairs
forms / files / records
floors / passages / stairways
walls / windows / ceiling
lighting / ventilation
working wears / shoes
safety devices
fire extinguishers / fire exits
cleaning tools / waste baskets
canteens / toilets / lockers
external areas / gardens
security guards / car parks
NO. OF ITEMS EVALUATED (b):

SUPER 5S PRACTICE IDENTIFIED:

AUDITOR:

DEPARTMENT:

COMMENTS FOR IMPROVEMENT:

DATE:

10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10

SCORE
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4

2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2

20 15 10 5 0

SUPER 5S EVALUATION FORM - OFFICE

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24

DEPARTMENT:

FOCUS
are they tidy and conveniently organized?
are they clean and labeled for the easy retrieval of things needed?
are they clean and systematically organized?
are they tidy and conveniently stored for retrieval?
are they clean and well-maintained?
are they clean and well-maintained?
are they clean and well-maintained?
are they clean and well-maintained?
are they clean and well-maintained?
are they clean and well-maintained?
Is it tidy, safe and conveniently laid out for operation?
are they adequate for efficient operation?
are they dust-free and well-maintained?
are they adequate and well-maintained?
are they adequate and clear of obstacles in case of emergencies?
are they adequate and well-maintained?
are they clean and do they present a good image?
are clean and well-maintained?

ITEM
desks / tables / chairs
cabinets / shelves
documents / files
forms / office supplies
telephones
facsimiles
typewriters / word-processors
computers / monitors
printers
copying machines
electric wiring
lighting / ventilation
floors / walls / windows / ceiling
fire extinguishers
emergency exits
safety devices
working clothes / shoes
waste baskets

TOTAL SCORE (a)

ADJUSTED SCORE = (a) / (b) x 10
BONUS SCORE FOR SUPER 5S PRACTICE
FINAL SCORE
COMMENTS FOR IMPROVEMENT:

NO. OF ITEMS EVALUATED (b):

SUPER 5S PRACTICE IDENTIFIED:

AUDITOR:

DATE:

10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10

SCORE
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4
8 6 4

2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2

20 15 10 5 0

SUPER 5S EVALUATION SUMMARY

DEPARTMENT

ORGANIZATION:

DATE OF AUDIT

DATE:

ADJUSTED PT.

SUPER 5S PT.

TOTAL PT.

RANKING

AUDITOR

Here is a need for

Here is a need for

Here is a need for

Here is a need for

SEIRI

SEITON

SEITON

SEISO

Here is a need for

Here is a need for

Here is a need for

Here is a need for

SEIRI

SEITON

SEITON

SEISO

Here is a need for

Here is a need for

Here is a need for

Here is a need for

SEIRI

SEITON

SEITON

SEISO

Here is a need for

Here is a need for

Here is a need for

Here is a need for

SEIRI

SEITON

SEITON

SEISO

Here is a need for

Here is a need for

Here is a need for

Here is a need for

SEIRI

SEITON

SEITON

SEISO

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Here is an
Excellent Example
of

5S

Practice

Ten Useful Hints for Winning Super 5S Competitions

O

Two heads are better than one - try brainstorming.

Look for inconvenient areas to improve.

Look for disorganized areas to improve.

Look for unsafe areas to improve.

Look for dirty or untidy areas to improve.

Look for seven categories of waste to eliminate.

Clean the surface of machines extensively.

Pay more attention to common areas including

canteens, toilets, gardens, external passages and car
parks.
Show evidence that more colleagues are involved in
Super 5S activities.
Make your Super 5S practices more visible.

How to do 5S Step by Step

T
A
R
G
E
T
S

A
C
TI
O
N
S

STEP 1

STEP 2

STEP 3

STEP 4

Seiri 1

Seiri 2

Seiri 3

Seiri 4

Seiton 1

Seiton 2

Seiton 3

Seiton 4

Seiso 1

Seiso 2

Seiso 3

Seiso 4

Seiketsu 1

Seiketsu 2

Seiketsu 3

Seiketsu 4

Shitsuke 1

Shitsuke 2

Shitsuke 3

Shitsuke 4

Keep only
necessary
items

Do not put
anything on
the floor

Separate work Create more

space for
areas from
passageways effective use

Assign items
a place
.

Make needed
items
accessible

Reduce
searching
time

Reduce
walking
distances

In each
section clean
one machine
well

Increase the
number of
clean
machines

Increase the
number of
clean
machines

Keep all the

machines
clean and
shiny

Create a
clean
workplace

Create a
comfortable
workplace

Create a
healthy and
safe
workplace

Create a
highly
productive
workplace

Discard
unnecessary
items more
often

Use wagons
to transport
items
-

Draw lines to
separate
passageways
for people

Reduce
excess
inventory
-

Arrange
items by type
and size
-

Remove
obstacles
around
needed items

Use labels to
simplify
retrieval
-

Place
frequently
used items
close by

Select a
machine and
clean it
completely

Use more
convenient
cleaning
tools

Prevent
machines
from getting
dirty

Combine
cleaning
with
inspection

Clean ones
workplace
daily

Set up a
cleaning
schedule

Eliminate
hazards

Introduce
creative
thinking

PASSPORT TO SUCCESSFUL 5S

What is 5S?
Seiri:

Sort and discard unnecessary items in the

workplace.

Seiton:

Arrange necessary items so that they can

easily be selected for use.

Seiso:

Clean your workplace completely so that

there is no dust on the floors, machines or
equipment.

Seiketsu: Keep ones workplace productive and

comfortable by repeating Seiri-SeitonSeiso.
Shitsuke: Train people to follow good work habits.

5S is fundamental to productivity improvement

5S Contributes to PQCDSM
Productivity - increased competitiveness
Quality - no defects
Cost - no waste
Delivery - no delays
Safety - no accidents
Morale - good teamwork

Checklist for Step 3

checkpoints
The 5S Activity Bulletin Board is wellorganized and data are updated

Checklist for Step 4

checkpoints

score

score

5S inspections are practiced and recorded at

starting and closing times

The locations for materials, components and

work-in-process are labeled for easy retrieval

Jigs and tools are easy to return to their

designated locations

Dies, jigs, fixtures and tools are conveniently

located so that there is no need to search

Dirt and stains on machines are removed

immediately

Bolts, nuts, components and other materials

are not kept on the floor

Things that cause dirt or stains are eliminated

-

Passages and operation areas are clearly

indicated and separated by distinct lines

Tools and measurement devices are

periodically checked and failures are fixed

Failures found are immediately fixed (uneven

floor, projections, machine failures, etc.)

People are active in implementing Kaizen for

the improvement of safety, quality and cost

Areas difficult to clean are cleaned

periodically

Violators of rules are warned by colleagues

-

Without searching tools or documents can be

retrieved in less than 30 seconds

Components, tools and documents are labeled

and easy to retrieve

Rules for 5S practice are implemented and are

observed without prompting

Rules are strictly observed (punctuality,

cleaning at the end of the day, etc.)

10

A 5S patrol is regularly conducted by

supervisors for continued improvement
Score: Satisfactory - 5

Tackled - 3

Not Tackled - 1

10

5S is well maintained and upgraded through

creative activities
Score: Satisfactory - 5

Tackled - 3

Not Tackled - 1

PART 5
A Collection of
Photographs
Illustrating
SUPER

5S Practices

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13

15

17

19

21

23

25

27

29

31

33

35

37

39

41

43

45

47

49

51

53

55

57

59

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63

65

67

69

71

73

75

77

79

81

83

85

87

89

The End
of the

Presentation
Thank You Very Much
for Your Participation
Kazuo Tsuchiya

How to do 5S Step by Step

T
A
R
G
E
T
S

A
C
TI
O
N
S

STEP 1

STEP 2

STEP 3

STEP 4

Seiri 1

Seiri 2

Seiri 3

Seiri 4

Seiton 1

Seiton 2

Seiton 3

Seiton 4

Seiso 1

Seiso 2

Seiso 3

Seiso 4

Seiketsu 1

Seiketsu 2

Seiketsu 3

Seiketsu 4

Shitsuke 1

Shitsuke 2

Shitsuke 3

Shitsuke 4

Keep only
necessary
items

Do not put
anything on
the floor

Separate work Create more

space for
areas from
passageways effective use

Assign items
a
place
.

Make needed
items
accessible

Reduce
searching
time

Reduce
walking
distances

In each
section clean
one machine
well

Increase the
number of
clean
machines

Increase the
number of
clean
machines

Keep all the

machines
clean and
shiny

Create a
clean
workplace

Create a
comfortable
workplace

Create a
healthy and
safe
workplace

Create a
highly
productive
workplace

Discard
unnecessary
items more
often

Use wagons
to transport
items
-

Draw lines to
separate
passageways
for people

Reduce
excess
inventory
-

Arrange
items by type
and size
-

Remove
obstacles
around
needed items

Use labels to
simplify
retrieval
-

Place
frequently
used items
close by

Select a
machine and
clean it
completely

Use more
convenient
cleaning
tools

Prevent
machines
from getting
dirty

Combine
cleaning
with
inspection

Clean ones
workplace
daily

Set up a
cleaning
schedule

Eliminate
hazards

Introduce
creative
thinking

PASSPORT TO SUCCESSFUL 5S

What is 5S?
Seiri:

Sort and discard unnecessary items in the

workplace.

Seiton:

Arrange necessary items so that they can

easily be selected for use.

Seiso:

Clean your workplace completely so that

there is no dust on the floors, machines or
equipment.

Seiketsu: Keep ones workplace productive and

comfortable by repeating Seiri-SeitonSeiso.
Shitsuke: Train people to follow good work habits.

5S is fundamental to productivity improvement

5S Contributes to PQCDSM
Productivity - increased competitiveness
Quality - no defects
Cost - no waste
Delivery - no delays
Safety - no accidents
Morale - good teamwork

Checklist for Step 3

checkpoints
The 5S Activity Bulletin Board is wellorganized and data are updated

Checklist for Step 4

checkpoints

score

score

5S inspections are practiced and recorded at

starting and closing times

The locations for materials, components and

work-in-process are labeled for easy retrieval

Jigs and tools are easy to return to their

designated locations

Dies, jigs, fixtures and tools are conveniently

located so that there is no need to search

Dirt and stains on machines are removed

immediately

Bolts, nuts, components and other materials

are not kept on the floor

Things that cause dirt or stains are eliminated

-

Passages and operation areas are clearly

indicated and separated by distinct lines

Tools and measurement devices are

periodically checked and failures are fixed

Failures found are immediately fixed (uneven

floor, projections, machine failures, etc.)

People are active in implementing Kaizen for

the improvement of safety, quality and cost

Areas difficult to clean are cleaned

periodically

Violators of rules are warned by colleagues

-

Without searching tools or documents can be

retrieved in less than 30 seconds

Components, tools and documents are labeled

and easy to retrieve

Rules for 5S practice are implemented and are

observed without prompting

Rules are strictly observed (punctuality,

cleaning at the end of the day, etc.)

10

A 5S patrol is regularly conducted by

supervisors for continued improvement
Score: Satisfactory - 5

Tackled - 3

Not Tackled - 1

10

5S is well maintained and upgraded through

creative activities
Score: Satisfactory - 5

Tackled - 3

Not Tackled - 1

SUPER 5S PROGRESS CHART FOR TWO-YEAR MASTER IMPLEMENTATION PLAN

STEP

SUPER S PROGRAMS

Preparations
* Understanding philosophy and benefits of Super 5S by CEO
* CEOs visit to Super 5S model companies
* CEOs commitment to Super 5S implementation
* Organize Super 5S Working Committee
* Appoint Super 5S facilitators
* Train Super 5S facilitators and practitioners

CEOs Official Announcement

* CEO officially announces implementation of Super 5S for 2 years
* CEO explains objectives of Super 5S program to all colleagues
* Publicize Super 5S organization and assignments by area
* Promote Super 5S with banners, posters and newsletters
* Organize basic Super 5S training programs for all colleagues

PHASE
MONTH

Big Cleaning by All Colleagues

* Organize a full-day of Big Cleaning Day twice a year
* Organize small groups who are responsible for assignments in divided
areas of the companys premises.
* Provide enough cleaning tools and materials
* Implement a company-wide big cleaning for one day
* Big cleaning includes the elimination of unnecessary items and wastes

Initial Seiri
* Establish a Disposal Standard for unnecessary items
* Organize a full-day of Seiri activity twice a year
* Everyone concentrates to identify and stratify unnecessary items for
elimination
* Unnecessary items that cost a lot should be evaluated so as to prevent
the occurrence of such waste

Daily Seiri, Seiton and Seiso

* Seiri: Throw away things that are not needed and not being used
* Seiton: Improve locations and methods for storing things so that
searching time is minimized
* Seiso: Set up a daily cleaning schedule for the creation of a healthy and
comfortable workplace
* Motivate colleagues to come up with creative improvements

Periodic Audits on Super 5S

* Establish a Super 5S evaluation and incentive plan
* Conduct a Super 5S audit regularly by auditors
* Organize a Super 5S inter-departmental competition for upgrading
* Award groups and individuals for their contributions
* Organize study tours to other companies doing Super 5S
* Organize Super 5S inter-company competition to sustain the program

PREPARATION

FROM
PENETRATION AND ADVANCEMENT

TO

MAINTENANCE AND UPGRADING